Therefore, HR connect was introduced to build capacity in the departments to im-
plement the process of human resource development, compile competence profiles for
departments and indicate and report on the capacity of the government organs to deliver
the policies. The model was able to link organisational structures and job titles, unique
job profiles, unique individual employees. Profiles were printed and distributed in more
than 36,000 forms, a weekly cycle for data corrections and newly identified jobs.
This model appears to be useful in handling bulk data and other countries with prob-
lems of managing human resource data may use it.
Review questions
- What is training need?
- Examine the process of conducting training needs analysis.
- Discuss the role of line managers in training.
- By using a familiar case, suggest ways of improving career development in
African organisations.
References and recommended reading
ADHIKARY, M. (2008), Emerging human resource development. New Delhi: Deep and Deep Publications
PVT.
ARMSTRONG, M. (1995), A Handbook of Personnel Management Practice. London: Kogan page.
ARTHUR, M.B. & D. ROUSSEAU (1996), A New Career Lexicon for the 21st Century. The Academy of
Management Executive. 4(10): 28-39.
BECKER, D. (1964), Human Capital. A Theoretical and Empirical Analysis with Special Reference to
Education. New York: Columbia University Press.
BELL, A. (2003), Informal Learning and the Transfer of Learning: How Managers Develop Proficiency.
Human Resource Development Quarterly 14(4): 369-387.
BUTTERFIELD, E.C. & G.D. NELSON (1989), Theory and Practice of Teaching for Transfer. Educational
Technology Research and Development 3(37): 5-38.
CARBERY, R. & T. CARAVAN (2007), Conceptualizing the Participation of Manages in Career Focused
Learning and Development. A Framework. Human Resource Development Review 6(4): 394-418.
CLARK, C. (2009), Analysing Human Resource Development Needs in Public Service. The Experience
from South Africa. Department of Public Service and Administration. Unpublished.
DEBRAH, Y. & G. OFORI (2005), Emerging managerial competencies of professionals in the Tanzanian
construction industry. The International Journal of Human Resource Management 16(8): 1401-1441.
DESSLER, G. (2005), Human Resource Management. New Jersey: Pearson Prentice Hall.
GOMEZ-MEJIA, L., D. BALKIN & R. CARDY (2007), Managing Human Resources. New Delhi: PHI
Learning.
HOLTON, E., R. BATES, D. SEYLE & M. GARVAKHO (1997), Towards Construct Validation of a Transfer
Climate Instrument. Human Resource Development Quarterly 8(2): 95-154.
HOLTON, E. & B. YAMKOVENKO (2008), Strategic Intellectual Capita: A defining Paradigm for Human
Resource Development? Human Resource Development Review 7(3): 270-291.
JARVIS,^ P.S. (2003), Career Management Paradigm Shift: Prosperity for Citizens, Windfalls for
Governments. NATCON Papers.
JOHNS, G. (1996) Organisational behaviour. Understanding and managing life at work. Harper Collins.
College Publishers.
KAMOCHE, K.N., Y.A. DEBRAH, F.M. HORTWITZ & G.N. MUUKA (2004), Managing human resources in
Africa. New Delhi: Routledge.
KIRKPATRICK, D. (1959), Techniques for Evaluating Training Programs. Journal of the American Society
of Training Directors 13 (3): 21-26.
MCDONALD, K. & L. HITE (2003), Reviving the relevance of career development in human resource
development. Human Resource Development Review 4(4): 418-439.